University Governance, Management and Administration · University Governance, Management and Administration Henry Wai Registrar ... •Relying on leadership, individuals’ decisions,

University Governance,

Management and

Administration

Henry Wai

Registrar

The University of Hong Kong

May 2016

Issues To Cover

• Genaral university governance and management and operation models

• HKU model

• Responding to expectations and pressures

• Engagement with stakeholders

• Major challenges

Common University Operation

Model

Three Levels

• Governance

• Management

• Administration

Governance

• Policy – making

• Overseas use of resources

Governance

• Board of Directors / Council/ Court…

• Academic Board / Academic Council /

Senate..

Management

• Oversees the operations of the university

• Decisions on details of implementation of

policies

Management

• President/ Vice-Chancellor /Rector/

Principal…

• Deputy/Vice-Presidents/ Provost/ Pro-

Vice-Chancellor…

• Deans of Faculties/School

Administration

• Executing decisions of the governing

bodies and the Management

• Day to day operations

Administration

• Academic support

• Student Support

• Finance

• Human Resources

• PR, Marketing and Communications

• Finance and Estates…etc.

Different Models

“Tradition Model “

• Group leadership (committees,working groups..)

• Power at grassroots

• By consensus and compromises

• Bottom up

• Less powerful leader group

• Relying on regulations and procedures; not much flexibility

• Collegial

• Administrators are “civil servants”

“Contemporary” Model

• Centralized power

• Strong leadership

• Individual responsibility

• New management systems and models

(borrowed from private sector)

• Emphasizing efficiency

• Administrators as “partners” and more

powerful

Comparing Two Models

Tradition

•Less effective, efficiency and flexibility

•Relying on rules and regulations and

group decision

•More democratic

•Collegial

•Better relationship with staff unions

•Administrators as “civil servants”

•General administrators

Contemporary

•More effective, efficiency and flexible

•Relying on leadership, individuals’

decisions, and advice from consultants

•Less democratic

•Less collegial

•May have more conflicts with staff

unions

•Administrators as “partners”

•Professional administrators

Which Model Is Your University Using ?

Which Model Is Better ?

Which Model Is Better ?

• Strengths and weaknesses in each model

• Depending on the culture and environment

of the institution

• Should avoid going to the extreme

The HKU Model

Governance

• Court

• Council

• Senate

Court• Advisory

• No real power

• Bridge between the university and the community

• Membership = Council members + Senate members + Lay members

• Question : Does the Court serve any useful purpose?

Council

• Main governing body

• Looking after resources (funding; human

resources; estates, building & land)

• 24 members

– 2/3 lay members + 4 elected teachers +1

elected non-teacher +Vice-Chancellor + 2

elected students (PG & UG)

Senate

• Highest academic governing body

• 50+ members – all internal and chaired by the Vice-Chancellor

• 3 student members

• SMT + Deans + Chairmen of Faculty Boards + Librarian + Dean of Student Affairs

• Many committees under the Senate

Management

• President & Vice-Chancellor

• Provost & Deputy Vice-Chancellor

• Executive Vice-President

• Vice-Presidents & Pro-Vice-Chancellors (5)– Teaching & Learning

– Research

– Institution Advancement

– Global

– Academic Resources & Staffing

• Deans of Faculties

Administration

• 3 main administrative offices：

– Registry

– Finance & Enterprise Office

– Estates Office

• Internal Audit Unit

Challenges & Questions

• “Grey areas” among the three levels of governance and management

• The importance of trust

• Non-academic leads the academic?

• How much power to delegate?

• General administrators or professional administrators in areas like PR or HR ?

• How much flexibility to be provided?

• The students’ role

• Academic freedom and institution autonomy

• Transparency vs confidentiality

Responding to

Expectations and Pressure

Responding to Expectations and

Pressure

• Transparency & Accountability

• Effective communications

• Basic values

Transparency & Accountability

• Governance structure

• Lay members on Court and Council

• Accountability of members of SMT in

different areas

• Students’ full participation in University

management

• Transparency of decisions (e.g. Council

decisions on Internet)

Effective Communications

• Importance of internal communications

• Pro-active media strategy

• Quick responses to media and public enquiries

• Risk assessment and management

Basic Values

• Firm on basic values (university autonomy,

freedom of speech etc.)

How Do We Engage with

Main Stakeholders?

Engagement with Main Stakeholders

• Government– Avoid direct contact, not to be (or seen to be) too close

• UGC– Support the overall policy/decision if possible, with queries and suggestions

whenever necessary

• Alumni– Not simply for donations

– Proper engagement

• Public– Good understanding of the expectations of the public

– Knowledge exchange and community services

• LegCo– From non-contact to lobbying

• Media– Good relationship, may not be totally frank but must be honest

Major Challenges

• Keen competitions for quality staff and

students

• Changes in career patterns of graduates

and expectations of the community

• Technology advancements

• Too many reforms?

• Ranking